CEO President - COO - GM

Sept2008 - Oct 2012: LION BROTHERS COMPANY, INC., Owings Mills, MD

Leading graphic fashion designer, global manufacturer and outsourcing company of brand identification, to insignia, and embellishment decorations used on all types of apparel and accessories. Lion is an innovation leader supplying printed (sublimation, digital and screen printed), embroidered, heat transfer, and woven product solutions. 100-year old family owned company employs up to 900 and is head-quartered in Maryland with manufacturing plants in Baltimore and in Shenzen, China. Asian headquarter offices are located in Hong Kong along with sales offices in Central America, Asia, and throughout the United States. Regional representation is located in Europe. Market segments include global brands (Nike, Adidas, VF, Under Armour, Reebok, Puma); licensed team sports (NBA, NFL, MLB, NHL, NCAA); college bookstore (Gear, Jansport, Russell, Champion, Delta Companies); organizations & affinity groups (Boy Scouts, Girl Scouts, government, non-profits); resort & entertainment, outerwear, and promotional/events companies.

President

GLOBAL SALES GROWTH, INTERNATIONAL OPERATIONS EXPANSION & CORE PRODUCT PORTFOLIO DIVERSIFICATION

• Recruited to lead the Company and its operating subsidiaries in Asia, Central America, USA
• Responsible for all global functions: Sales & Marketing, Manufacturing & Distribution, P&L Financial Management, Engineering and Product Development, HR and IT

Accomplishments

• Turned around and re-invented an underperforming business with outstanding potential, but previously operating under a culture that was slow to change. It was challenged by customer concentration and diminishing returns in mature markets, and was facing inflationary operating costs in China, while offering a limited product platform to meet global customer and market demand
• Over the past two years achieved the highest top line sales revenue and operating profits in Company history (overall growth of approx 60%)
• Recognized new industry trends and negotiated new strategic customer opportunities. Leveraged key existing accounts to gain additional sales growth and market penetration thus enabling the Company to reduce its prior history of customer concentration
• Restructured China operations, created an integrated global operating team, and directed the sales growth and start up of the sublimation printing operation
• Provided "hands on" leadership to the new product development and sourcing strategy. Recreated our business service models to be more customer sensitive and market focused while establishing a tiered product platform (good, better, best options) meeting targeted price points
• Directed the transition from a manufacturing driven operating culture (with constraints) to a customer centric focus in order to create a broader product portfolio, to improve the responsiveness in the new product development cycle, and to streamline the supply chain
• Introduced change management, cost reduction programs and MBO metric reporting

 

2007-8: INTERIM MANAGEMENT

Negotiated purchase of a multi-plant manufacturing company (printing, direct mail and special applications). However, owner withdrew just before closing the transaction.

Subsequently, retained by INVACARE CORPORATION Elyria, OH, an NYSE-listed global manufacturer/distributor of medical equipment ($600 million revenues).

Vice President-Operations 9-month contract

• Directed/ managed manufacturing operations of the home medical equipment group head-quartered in the US.(3 plants in North America, 2 in China, 1 in Mexico (about 2000 employees)

Accomplishments

• Created and implemented change management business practices, reengineered organizational infrastructure, operational business processes, key MBO metrics and sales analytics
• Met cost reduction targets, inventory objectives, and created a balanced global outsourcing business strategy, reducing dependency on select higher cost US products while establishing compliant supply chain alternatives, sustainable quality performance and improved service models

2005-7: COMMUNICATION AND PRINT TECHNOLOGY, LLC. East Berlin, CT

New holding company (135 employees, $25 million revenues) comprising 4 manufacturing companies:

MANSIR HOLDEN (printing and packaging) in Holyoke & Deerfield MA

NATIONAL CONVERSION SYSTEMS (direct mail and database management) in Sterling, VA;

CONTINENTAL GRAPHIC SYSTEMS (full service printing) in VA. The resulting combination of these companies provided its 250 core customers (in Northeast through the Mid-Atlantic corridor) with a “One Stop Shop” solution. This included: Commercial and Specialty Printing (sheet fed, web, digital);

Direct Mail, Database Management and Data Processing; Packaging/Folding Cartons; Bindery, Converting/Fulfillment; Graphic Design Services.

CEO and President (minority shareholder)

ROLL UP

• With a venture firm, identified acquisitions (see above) with the vision of creating a “One Stop Shop” solution in the broadly-based and highly fragmented printing, packaging and marketing communications industries; performed due diligence, negotiated acquisitions, raised capital
• Because all three acquisitions were made simultaneously, commenced process of the centralization of financial, operational, and all administrative systems. Restructured sales and marketing, customer service, manufacturing and financial operations, and drove the integration of small entrepreneurial companies to leverage the strategic synergies – all designed to overcome the influence of one man ownership/leadership at each of the 3 business entities
• Played a “hands-on” role directing and leading the sales and new business development activities, in executing cross selling strategies, targeting new customer prospects, improving key account management, enhancing customer service, quality, and cost performance
• Implemented counter strategies to reduce dependence on customer concentration (one accounted for 50% of Mansir Holden, and two accounted for 40% of NCS), personally landed over 50 new accounts in first 12 months

Selected Accomplishments

• Successfully managed the cultural change transition and consolidation strategies
• Optimized several key financial performance objectives (despite extra-ordinary lack of financial resources and customer defections): reduced cost of goods sold; increased inventory turns; managed payables and receivables more effectively to counter lack of working capital

2001-4: CONSULTING AND INTERIM MANAGEMENT New York

Interim CEO NCL GRAPHIC SPECIALTIES Wisconsin (Multi-dimensional specialty, commercial and label printer and manufacturer of packaging and promotional products)

• Managed the restructuring and financial turnaround, reduced the cost of goods sold, and minimized operational inefficiencies. Revamped the sales and marketing strategies, channels to market, prospecting approaches, along with re-inventing the product mix, Manufacturing MARQUIP UNITED CORP. Wisconsin

Interim Vice President Directed the changes to improve efficiencies, established performance accountability, and integrated all functional areas and business communication across the companies (corrugated equipment mfr.)

Consultant for FELIX SCHOELLER, Europe and U.S.

• Involved in strategic, financial, and operational planning and business development for all business units worldwide

Consultant in Business Development, Acquisitions and Strategies for private equity firms (Amvest

Financial, Lincolnshire, 17th Street Capital, and others)

• Performed due diligence; made 3 acquisition offers with Letters of Intent (manufacturing & telecom)

1999-01: CRABAR PAPER & ALLIED PRODUCTS CORPORATION Dayton, OH

$200 million holding company (800 employees), 4 manufacturing companies (Deferiet Paper in NY; Witt Printing in MO; Crabar Business Forms in OH and TX). Manufactured a variety of papers: coated, uncoated ground wood, supercalendered, specialty, and business forms (continuous, cut sheet, digital, labels, custom, and pegboard).

President & COO (and part owner)

ACQUISITIONS, TURNAROUND, RESTRUCTURING AND DIVESTITURE

• To achieve the following outcomes described below required a very proactive “change management” style to address a lazy business culture. Focused on increasing sales, cost reduction, maximization of working capital, streamlining the bureaucratic hierarchy and improving customer service performance (none of which had been addressed with the necessary degree of urgency by earlier management)

Accomplishments

• Took a $22 million two-plant printing business in 1998 and built a $200 million vertically-integrated holding company. Accomplished this through implementation of a strategic acquisition plan, personal leadership of sales and marketing, and aggressive reductions in fixed, variable and direct costs
• Turned around a commodity-oriented and non-profitable pulp and paper manufacturer (burdened with major infrastructure limitations, an unfavorable cost position, and highly-leveraged) into a profitable business contributor in the first year of ownership
• Directed the financial and operational turnaround of the Crabar Business Form Printing companies resulting in approximately a 300% improvement in EBIT for FY 2001 and yielding a 4% return on sales compared to red numbers in FY 2000
• Achieved an 11% annual return on sales at the Witt Printing Company. Implemented an effective integration strategy across the operating subsidiaries that leveraged the optimization of business synergies existing in raw materials, sales and marketing programs, manufacturing, productivity, technology, and financial reporting

1992-9: FELIX SCHOELLER New York and Europe

U.S. subsidiary of Felix Schoeller GmbH of Germany ($650 million sales), a global manufacturer of photographic, digital, specialty, and decorative laminate papers with integrated manufacturing technology (paper making, extrusion, coating, converting, and packaging in the U.S. and Europe).

Managing Director Holding Company in Germany and all subsidiaries worldwide (1996-99)

Chairman U.K. subsidiary, Glory Mill Paper (1995-96)

President U.S. (1993-97)

• Directly responsible for leading the $135 million, fully autonomous U.S. paper making, coating, and converting company with approximately 400 employees. Simultaneously served as a Director and Senior Managing Executive of the Schoeller Holding Group, accountable for the financial and operational performance of an additional five manufacturing and sales operations in Europe generating over $400 million in sales
• In addition, directly involved in the strategic planning and detail management of sales/marketing, financial, manufacturing, investment, and business strategy for all Schoeller companies

Accomplishments

• During 1988-92 period the U.S. Company lost money annually. In 1993 successfully engineered and directly led a dramatic financial and strategic turnaround of the U.S. Company producing record profits, sales, cash flows, ROI, and balance sheet results every consecutive year from 1993-97
• Through “hands-on” management of sales, personal liaison with key and new accounts, and focus on new product development, increased U.S. Company sales from $72 million in 1992 to approximately $135 million by 1997. These initiatives plus the implementation of ISO 9001, driving the annual cost reduction programs, and changing the business culture, significantly changed the direction and growth of the Company
• Delivered manufacturing and material costs reductions that exceeded 40% (’93-’97)
• Successfully executed an acquisition strategy resulting in the purchase of the Glory Mill Paper Mill
• Achieved profitability, sales, quality, cost reduction, and the strategic business objectives for the European subsidiaries during the period 1995-98

Prior to 1991 Involved in manufacturing, operations and purchasing, for example:

SQUARE D (SCHNEIDER ELECTRIC) Europe (1990)

Manufacturing Operations Manager in Wisconsin of this global manufacturer and distributor of

electrical products, systems, and services.

KENDALL HEALTHCARE Wisconsin (1988)

Manager of Materials / Operations Domestic and international healthcare manufacturer of absorbent hygienic, urological, critical care, surgical products for hospitals, nursing homes, and home health care.

NORTON HEALTH CARE CO. / CLINICAL CONNECTIONS Ohio (1986)

Operations Manager Healthcare manufacturer/distributor of medical devices and medical supplies.

COMBUSTION ENGINEERING / ELGIN ELECTRONICS Pennsylvania (1985)

Manufacturing Operations Manager / Materials Manager Manufacturer of electronic controls,

systems, and components.

PARKER HANNIFIN AIRBORNE Ohio (1982)

Purchasing Manager Manufacturer of electronic systems and controls for aerospace, military, and

general aviation.

ROCKWELL INTERNATIONAL Ohio (1979)

Buyer Global manufacturer of industrial products (electronic systems and controls, valves, etc.).